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Fools in the Jungle
Being an HR Business Partner in a ‘wild’ commercial world
Advanced Materials
In the Beginning…
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Introducing Me
Qtab
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Introducing Huntsman Advanced Materials
Industrial
CoatingsConstruction
SportFlooring
ElectronicDVD
Energy
Power Wind TransportationAutomotive Aerospace
DIY
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HR Impact Areas
Processes, Policies,Frameworks
HumanCapability
Culture / Engagement
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Meet Business & Individual Needs
DisciplinedBehaviours & Processes
Business Individual
• Sales / Profitability Targets
• Increased Market Share
• New Product Launches
• Talent Attracted, Developed & Retained
• Smooth/Rigorous Change Mgt
• Achieve
• Belong
• Contribute
• Develop
DisciplinedBehaviours & Processes
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The End in Mind…
Envision / Enable
Commercially Aligned
Cultural
and
Capability
Change
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The ‘role’ of the HR Business Partner
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Typical roles of HR Business Partners
Doctor
Salesperson
Inventor
Builder
Explorer
ArchitectAccountant
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Zoo or Jungle?
Predictable Clarity Tame Disciplined
Volatile Ambiguity Wild Unruly
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Adapt or Die…
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A ‘Fool’ fit for the Jungle?
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The ‘Foolish’ Approach
Serves King/Master as
- Sense-Maker- Truth Teller- Conscience and Critic- Trusted Advisor - Coach
Approach needed may be
- Courageous
- Unconventional
- Forward Thinking
- Shrewd / ‘Clever’
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‘Jungle’ Case Study
Enhance Global Sales
- Culture- Capabilities - Contribution
- ‘Hunters’
(winning new business)
- ‘Value Increase Value Alignment’ (service differentiation)
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1. Is the Business ‘Change-Ready’?
The truth that makes men free is for the most part the truth which men prefer not to hear (Herbert Agar)
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Key Change Drivers
Actionablefirststeps
Actionablefirststeps
Capacity forchange
Clear sharedVision+ + + “Put it off”=
Pressure forchange
Pressure forchange
Pressure forchange
Clear sharedVision
Clear sharedVision
Capacity forchange
Capacity forchange
Actionablefirststeps
+
+
+
+
+
+
+
+
+
=
=
=
Fast start, fast fizzle out
Anxiety,frustration
No focusFalse starts
If missing
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1. Aware
2. Accept
3. Agree to Act
4. Build Plan
5. Implement
Real change must follow this sequence
The majority of effort is needed here
Observations on Delivering Change
Check / CelebrateProgress
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‘Change Readiness’ Assessment
Q1: How evident is the Clear Shared Vision for Hunting in AdMat overall?
Q2: How evident is a Clear Shared Vision for Hunting in yourSCU in your Region?
Q3: Considering your SCU in your Region, how evident is the Pressure for Change relating to Hunting? (i.e. you consistently sense/observe/see/hear we have to change the way we do business)
Q4: How do you rate the Capacity to Change in your SCU and Region? (resource & capability)
Q5: How clear and confident are you regarding the Actionable Steps we are taking to increase ‘Hunting’?
Response ChoicesNot at all
1 Too little
2 Adequate
3 Strong
4 Very Strong
5
Microsoft Word Document
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Results:
… clearly room for improvement
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Establishing Ground Truth
CON frontversation
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2. How do you Eat an Elephant?
A Mouthful at a Time!
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Serving as a Business Coach
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Goal
Identify and Tackle the Barriers
that impede ‘Hunting’
(‘New’ Sales Business)
Hunter Barrier Assessment
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2. Ideal Outcome
Environmental / Systemic Factors
3. Assess Nature of Current Barriers
4. Brainstorm Solutions
‘Instant Payoff’ Coaching
1. Define Problem
SELF(own capability)
What is the GOAL?
What is the REALITY?
Others
What OPTIONS for change?
5. Implement viableSolutions/Improvements
WAY FORWARD?
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Global ‘Barrier Task Force’
Current Barriers (Magnitude)?
- Self- Others- Environmental / Systemic
- Time (Lost)
- Frequency- Scope
Possible Solutions (‘Fly’ Factor)?
CostBenefitSimplicitySpeed
Spreadsheet Tool Used
Result?
85 ‘barriers’/ solution ideas
Microsoft Excel Worksheet
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Three Critical Themes Emerged
The 3 BIGGEST BARRIER issues are
‘Strategic Awareness’(Align Selling to Strategy)
‘Simplification’(Improve systems/processes)
‘Supply’ (Improve OTIF)
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Key Issues in Pictures
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Potential Impacts if nothing changes…
on
Sales Associate- ‘Hunting Focus’- Motivation- Productivity
Customer- Reputation and Trust
Results- Lower Sales ($$$)
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Supply - Key Barriers by Type
Self (SCU/Sales specific) Others (Other Functions) Environmental / Systemic
Forecasting (FC)- Insufficient discipline / skills- Lack recognition importance FC and appreciation of the ‘bigger picture’ issues
Customer Orientation- Perceived lack of company wide commitment to prioritize and meet external customer needs
Alignment- Goals of SC/SCUs in conflict?- Systemic ‘Schizophrenia’? (Rigid ‘Commodity’ model (f)or Flexible ‘Specialty’ business?)
Lack Directive Power- Feel ‘helpless’ to secure required supply and support
Customer Services- Unable to identify the location or stage of order shortfalls & pro-actively interface/respond to Sales and Customers re. complaints
Lead Time New Business- batch size/process not workable in many cases
Sampling Process- Lack clarity/understanding
Ordering/Tracking Process- Process inadequate to provide timely/accurate updates to Sales/Customer = much time trouble-shooting- Market Volatility does not permit FC accuracy for Commodity (FC lock)
Allocation Awareness- Need to understand ‘why’?- Need more know-how of alternatives to offer customer
Internal Capability- Unable to anticipate accurate demand over longer term- Inventory on ‘too lean’ basis?
Customer Interface- Insufficient management of customer expectations re. FC
Customer Capability- Often cannot provide timely / accurate order data for FC
Sampling- lack agreed process/roles- process takes too long
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Key to Assessing Proposed Solutions
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Proposals : Supply
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Further Focus / First Steps (80:20)
Supply Chain
0
1
2
3
4
5
6
0 1 2 3 4 5 6
Ease
Supply 1
Supply 2
Supply 3
Supply 4
Supply 5
Supply 6
Supply 7
Supply 8
Supply 10
Supply 11
Supply 12
Supply 9
Supply - Benefi t
0
1
2
3
4
5
6
1 2 3 4 5 6 7 8 9 10 11 12
Attributes
Supply- Ease
0
1
2
3
4
5
6
1 2 3 4 5 6 7 8 9 10 11 12
Attributes
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Looking Back - What Worked?
AT > TT (avoid NIHS ) Dedicated ‘Task Force’ Sales Manager assigned as
project co-pilot Clear criteria to assess
Problems/Solutions Assessment & Choice
(Relativity / Weightings) Report / Feedback style Follow up Workshops to
Review Results/Agree Actions
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GROW your Business Impact
G oals
R ealities
O ptions
W ay Forward
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3. How do I avoid Camel Creation?
What is a Camel?
A Horse designed by a Committee
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‘Monsters under Bed’
All key stakeholders to think of every possible ‘nasty’ question they can that they hope nobody will ask about the Change Project
(but will, of course…)
Force the same stakeholders to come to a consensus on clear, comprehensive and authentic answers to address the above questions
(stay on the ‘front foot’!)
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4. How to develop FAB Performance?
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Aligned Capability and Contribution
Contribution DemandedCompetency and Capability Requirements
High Performance Mediocre Performance Poor Performance
How to ensure the best chance of alignment?
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FAB Performance
High Performance
F ully
A ligned
B ehaviours
F requently
A ligned
B ehaviours
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Stage 1 – Identify Competencies
Nominated Business Stakeholders identify most critical job competencies using a simple, structured approach(HR guidance/support provided)
For each of the critical competency, stakeholders identified action/behaviour statements that illustrate them it in tangible and observable terms
Result = the basis to assess level at which specific job criticalcompetency is captured and conveyedin very concrete terms
•Xxxxx•Xxxxx•Xxxxx•Xxxxx•Xxxxx•Xxxxx•Xxxxx
1. Achieving Valuable Results2. Decision Making3. Building Teams4. Innovative Thinking5. Initiative6. Customer Focus
lower critical useful
Gives Regular Feedback…• Energised by Tough Challenges Sets Clear Challenging Goals• Identifies Efficient Processes Deals with Performance Issues Provides Direction and Guidance• etc. etc. etc. etc.
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Top 5 Competencies (Sales Manager)
Achieving Valuable Results Decision Making Developing Others Customer Focus Using Resources
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Achieving Valuable Results (Manager)
What are key FAB performance drivers?
Gives regular feedback on progress Provides the information people need to do their jobs and
make accurate decisions Sets clear, challenging goals Measures performance against goals
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Final Outcome
1. Self / Manager Assessment(simple tool used)
2. Concrete Conversations
about competenciesand other capabilities vs.
contribution requirements
3. Implementation of Development Plans/Actions to both address ‘Gaps’ and leverage ‘Good to Great’
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Four Final Factors
PartnershipCourageous Conviction
NetworkValue Proposition
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Finally… Stay on Two Wheels!
H
R
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Thank You…
“That, of course, is the secret of the successful fool, that he is no fool at all.”
Isaac Asimov